Heart Like a Fakir is a history of the final forty years of British East India Company rule in India as witnessedby General Sir James Abbott (1807-1896), the man for whom the Pakistani town of Abbottabad is named. Based on extensive research intoprimary source documents, the book uses the life of General Sir James Abbott as a narrative thread to explore the troubled period between William Dalrymple's White Moghuls and the Indian Rebellion of 1857. General Sir James Abbott was one of the most remarkable characters in British colonial history, becoming Great Britain's first guerilla leader, the first Briton to reach the fabled Central Asian city of Khiva, and a British Deputy Commissioner who became the King of Hazara. He may have also been the inspiration for Rudyard Kipling's The Man Who Would Be King and the character of Mr. Kurtz in Joseph Conrad's novel Heart of Darkness. This book chronicles the remarkable collapse of the social contract between Britons and the peoples of India in the first half of the nineteenth century, taking a fresh look at British perceptions of race, gender, and the nature of social and sexual relationships between them, leading up to the Great Rebellion of 1857- the cataclysmthat ended British East India Companyrule.

This book deals with the evolution, current status and potential of U.S.-India strategic cooperation. From very modest beginnings, the U.S.-India strategic partnership has developed significantly over the last decade. In considerable part, this growth has stemmed from overlapping concerns about the rise and assertiveness of the People's Republic of China, as well as the instability of Pakistan. Despite the emergence of this partnership, significant differences remain, some of which stem from Cold War legacies, others from divergent global strategic interests and institutional design. In spite of these areas of discord, the overall trajectory of the relationship appears promising. Increased cooperation and closer policy coordination underscore a deepening of the relationship, while fundamental differences in national approaches to strategic challenges demand flexibility and compromise in the future. -- .

Nazi Germany pioneered the use of airborne forces in the 20th century and used them effectively early in the war as part of integrated, combined-arms offensives. Yet the German airborne branch literally self-destructed in 1941. What happened, how did the Germans react, and what historical insights in the use of airborne forces can modern day planners derive from the German experience?

In the late 1930's, an aggressive and innovative rearmament program in Nazi Germany gave rise to the tactics of vertical envelopment. Pioneering the use of gliders as troop carriers, parachutists, and the air landing of reinforcements to exploit tactical success, the German Wehrmacht used the new technique of airborne warfare with startling success as part of the Blitzkrieg campaign against the Low Countries and France in 1940. When the tactical doctrine used to seize bridges, strong points and road junctions in Fall Gelb was transferred to the seizure of an entire island that was heavily defended in 1941, however, the German airborne effectively committed suicide. In ten days in May 1941, half the airborne forces in the entire German army were killed or wounded on Crete. Hitler wrongly ascribed the disaster to a playing out of the surprise factor, and banned further parachute operations until 1943. The right conclusions were arrived at by the commander of the German airborne himself, General Kurt Student, in post-battle analysis. His own insistence on faulty tactics was devastating. Although they remained a potent and professional force, Hitler's effective ban on the future use of airborne forces lasted until 1943, when it was clear the Allies still very much considered paratroops a viable form of warfare. By then, Germany's ability to conduct airborne operations on a significant scale had long since passed.

The German innovation of vertical envelopment in the 1930's was as revolutionary to modern military tactics as the simultaneous development of the integrated combined arms offensive known today as the Blitzkrieg. In putting Billy Mitchell's ideas into practice, Luftwaffe General Student demonstrated vision, innovative thinking and practical military skill. Poor intelligence and reliance on his "spreading oil drops" tactics for the deployment of his paratroopers, the Fallschirmtruppe, on Crete, however, led directly to their removal as a significant weapon from the German arsenal in World War II. Nevertheless, Student proved that airborne troops have unique capabilities as a force multiplier in both offensive and defensive warfare. The German experience, which also demonstrated the limitations of airborne forces, was studied in depth by the U.S. Army after the war and incorporated into airborne doctrine.

This book deals with the evolution, current status and potential of U.S.-India strategic cooperation. From very modest beginnings, the U.S.-India strategic partnership has developed significantly over the last decade. In considerable part, this growth has stemmed from overlapping concerns about the rise and assertiveness of the People's Republic of China, as well as the instability of Pakistan. Despite the emergence of this partnership, significant differences remain, some of which stem from Cold War legacies, others from divergent global strategic interests and institutional design. In spite of these areas of discord, the overall trajectory of the relationship appears promising. Increased cooperation and closer policy coordination underscore a deepening of the relationship, while fundamental differences in national approaches to strategic challenges demand flexibility and compromise in the future. -- .

Heart Like a Fakir is a history of the final forty years of British East India Company rule in India as witnessed by General Sir James Abbott (1807-1896), the man for whom the Pakistani town of Abbottabad is named. Based on extensive research into primary source documents, the book uses the life of General Sir James Abbott as a narrative thread to explore the troubled period between William Dalrymple's White Moghuls and the Indian Rebellion of 1857. General Sir James Abbott was one of the most remarkable characters in British colonial history, becoming Great Britain's first guerilla leader, the first Briton to reach the fabled Central Asian city of Khiva, and a British Deputy Commissioner who became the King of Hazara. He may have also been the inspiration for Rudyard Kipling's The Man Who Would Be King and the character of Mr. Kurtz in Joseph Conrad's novel Heart of Darkness. This book chronicles the remarkable collapse of the social contract between Britons and the peoples of India in the first half of the nineteenth century, taking a fresh look at British perceptions of race, gender, and the nature of social and sexual relationships between them, leading up to the Great Rebellion of 1857-- the cataclysm that ended British East India Company rule.

`Management for Social Enterprise is a great introduction to the rich variety of social enterprises in the UK. It is also a useful tool to help us to build more effective social enterprises that really deliver on their missions by people who have hands on experience. This is just what the rapidly growing social enterprise sector needs, a management manual to help us take social enterprises to the next level by people who have hands on experience' - Sophi Tranchell, Managing Director of Divine Chocolate Ltd and Cabinet Office sponsored Social Enterprise Ambassador `The recent explosive growth in the number of social enterprises, their diverse and dynamic nature, and the upsurge in research about them all makes this a potentially bewildering field of knowledge to explore. This book provides a clear and timely guide to the management challenges involved in understanding and running social enterprises, and underlines why their unique nature requires something more than just standard business school wisdom' - Ken Peattie, Professor of Marketing and Strategy, Cardiff Business School, and Director of the ESRC Centre for Business Relationships, Accountability, Sustainability and Society `Provides a good introduction to the management of social enterprises touching on a broad range of topics and will help those invovled in managing social enterprises and those trying to understand more about the sector. It draws on the experience of those who have worked in the social enterprise sector in a range of countries and are passionate about developing it' - Fergus Lyon, Professor of Enterprise and Organizations, Middlesex University Overviewing the key business topics required by social entrepreneurs, and managers in social enterprises Management for Social Enterprise covers strategy, finance, ethics, social accounting, marketing and people management. Written in direct, accessible language by a team of authors currently teaching and researching in this sector, each chapter is fully supported with learning resources. Chapters include brief overviews, further reading, suggested web resources and, importantly, international case studies, drawing on real-life business examples. This book is essential reading for students and practitioners of Social Entrepreneurship and Social Enterprise, but will also be of use to anyone with an interest in management, corporate responsibility, ethics or community studies.